| 1954 |
New Mitsubishi Shoji was newly founded and listed on both the Tokyo and Osaka stock exchanges. |
| 1954 |
General trading company Mitsubishi Corporation was newly established and listed on the Tokyo and Osaka Stock Exchanges. |
| 1967 |
Announced its first management plan. |
| 1967 |
Announced Mitsubishi Corporation's first management plan. |
| 1971 |
Made "Mitsubishi Corporation" its official English name. |
| 1971 |
The English company name is "Mitsubishi Corporation." |
| 1986 |
Drew up a management plan and new policy that shifted the company’s focus from operating transactions to profits. |
| 1986 |
Announced the management plan "K-PLAN." Emphasized a policy of revenue focus over internal sales. |
| 1992 |
Announced a management policy to reinvent the company as a "Sound, Global Enterprise." Began placing greater focus on its consolidated operations and increasing the value of its assets. |
| 1992 |
Announced a management policy aiming for a "Sound Global Enterprise." Focused on consolidation and asset quality improvement, while strengthening globalization of organization and personnel. |
| 1998 |
Announced "MC2000" which introduced a "Select & Focus" approach to business, strengthened strategic fields, and emphasized customer-oriented policies. The new plan was instrumental in shoring up the company’s foundations and paving the way to a prosperous future. |
| 1998 |
Announced the management plan "MC2000." Focused on business selection and concentration, strengthening strategic fields, and customer orientation, laying the groundwork. |
| 2004 |
Unveiled "INNOVATION 2007" which sought to establish MC as a "New Industry Innovator" by accelerating the company’s research and development activities to respond to future strategic fields. |
| 2004 |
Announced "INNOVATION 2007." As a vision, it set "New Industry Innovator" and introduced a mechanism to accelerate R&D activities to respond to future strategic fields. |
| 2010 |
Announced "Midterm Corporate Strategy 2012" which sought to strengthen the company’s management platform based on the diversification of business models. |
| 2010 |
Announced "Mid-term Management Plan 2012." Developed management systems and infrastructure considering diversification of revenue models. |
| 2016 |
Released "Midterm Corporate Strategy 2018" with a corporate vision to leverage MC’s ingenuity to create new business models and generate value for societies, thereby developing the highest level of management expertise. |
| 2016 |
Announced "Mid-term Management Strategy 2018." Set the corporate image as "A company that builds new business models through ingenuity and strives for business value that benefits society, fostering highly capable management personnel." |
| 2021 |
Established "Roadmap to a Carbon Neutral Society." |
| 2021 |
Formulated a "Roadmap to a Carbon Neutral Society." |
| 2022 |
MC announced its new three-year management plan entitled, "Midterm Corporate Strategy 2024 - Creating MC Shared Value." This plan sets the goal of continuously creating significant shared value by enhancing the MC Group’s collective capabilities to address societal challenges. |
| 2022 |
Announced "Mid-term Management Strategy 2024 - Creation of MC Shared Value (Co-creation Value)." Aimed to continuously generate large-scale co-creation value through strengthening the comprehensive power of Mitsubishi Corporation Group to solve social issues. |
| 2025 |
Announced "Corporate Strategy 2027 - Leveraging Our Integrated Strength for the Future" with a corporate vision to optimize MC’s business portfolio to achieve sustainable growth and increase MC’s corporate value by leveraging the company’s integrated strength in response to a rapidly changing business environment. |
| 2025 |
Announced "Management Strategy 2027 - Creating the Future with the Power of Integration." The corporate image is "A company that demonstrates 'comprehensive power' backed by diversity according to the business environment, builds an optimal business portfolio, and achieves sustainable growth and corporate value enhancement." |
